Governing projects under complexity: Theory and practice in project management

Tyrone S. Pitsis; Shankar Sankaran; Siegfried Gudergan; Stewart R. Clegg

doi:10.1016/j.ijproman.2014.09.001

Governing projects under complexity: Theory and practice in project management

Tyrone S. Pitsis^*
, Shankar Sankaran
, Siegfried Gudergan
, Stewart R. Clegg

^*Tämän työn vastaava kirjoittaja

Ei julkaistu Aalto-yliopiston affiliaatiolla

Tutkimustuotos: Lehtiartikkeli › Article › Scientific › vertaisarvioitu

72 Sitaatiot (Scopus)

Abstrakti

In this paper we argue that the fledgling field of project and program governance has the potential to make a major scholarly and practical contribution. One that not only has the potential to mainstream project management within the broader business and management field, but to also cement its place as a dominant voice in the successful governance of the strategic intentions of organizations, societies, and nations. With this argument in mind three themes organize present discussion in this issue of International Journal of Project Management: the first concerns how we should make sense of governance, something that is clarified through a review of the current state of play in the literature; the second theme comprises papers that report research conducted on governance in projects, using insights from surveys, case studies and other systematic forms of empirical observation. The third theme focuses on theoretical models of governance, ranging from distributed knowledge management and learning perspectives on project governance to systems engineering approaches. While we do not claim that this issue is exhaustive, we do believe it provides a sign post about the current state of play, and the potential future of governance in project and program management as a mainstream domain of research, theory and practice.

Alkuperäiskieli	Englanti
Sivut	1285-1290
Sivumäärä	6
Julkaisu	International Journal of Project Management
Vuosikerta	32
Numero	8
DOI - pysyväislinkit	https://doi.org/10.1016/j.ijproman.2014.09.001
Tila	Julkaistu - 1 marrask. 2014
OKM-julkaisutyyppi	A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä

Rahoitus

The authors wish to acknowledge the support of the Australian Research Council and Helmsman International for funding the research project that resulted in this special issue. We would also like to thank the Centre for Management and Organisation Studies and the Faculty of Design Architecture and Building at the University of Technology Sydney, Australia, University of Technology Sydney, Australia, Newcastle University Business School, Newcastle Upon-Tyne, UK and the University of Newcastle, Newcastle, Australia for providing facilities and support to us as chief investigators of the ARC linkage grant LP0989839 that was completed successfully in 2013.

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10.1016/j.ijproman.2014.09.001

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abstract = "In this paper we argue that the fledgling field of project and program governance has the potential to make a major scholarly and practical contribution. One that not only has the potential to mainstream project management within the broader business and management field, but to also cement its place as a dominant voice in the successful governance of the strategic intentions of organizations, societies, and nations. With this argument in mind three themes organize present discussion in this issue of International Journal of Project Management: the first concerns how we should make sense of governance, something that is clarified through a review of the current state of play in the literature; the second theme comprises papers that report research conducted on governance in projects, using insights from surveys, case studies and other systematic forms of empirical observation. The third theme focuses on theoretical models of governance, ranging from distributed knowledge management and learning perspectives on project governance to systems engineering approaches. While we do not claim that this issue is exhaustive, we do believe it provides a sign post about the current state of play, and the potential future of governance in project and program management as a mainstream domain of research, theory and practice.",

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note = "Funding Information: The authors wish to acknowledge the support of the Australian Research Council and Helmsman International for funding the research project that resulted in this special issue. We would also like to thank the Centre for Management and Organisation Studies and the Faculty of Design Architecture and Building at the University of Technology Sydney, Australia, University of Technology Sydney, Australia, Newcastle University Business School, Newcastle Upon-Tyne, UK and the University of Newcastle, Newcastle, Australia for providing facilities and support to us as chief investigators of the ARC linkage grant LP0989839 that was completed successfully in 2013. Publisher Copyright: {\textcopyright} 2014.",

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N1 - Funding Information: The authors wish to acknowledge the support of the Australian Research Council and Helmsman International for funding the research project that resulted in this special issue. We would also like to thank the Centre for Management and Organisation Studies and the Faculty of Design Architecture and Building at the University of Technology Sydney, Australia, University of Technology Sydney, Australia, Newcastle University Business School, Newcastle Upon-Tyne, UK and the University of Newcastle, Newcastle, Australia for providing facilities and support to us as chief investigators of the ARC linkage grant LP0989839 that was completed successfully in 2013. Publisher Copyright: © 2014.

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N2 - In this paper we argue that the fledgling field of project and program governance has the potential to make a major scholarly and practical contribution. One that not only has the potential to mainstream project management within the broader business and management field, but to also cement its place as a dominant voice in the successful governance of the strategic intentions of organizations, societies, and nations. With this argument in mind three themes organize present discussion in this issue of International Journal of Project Management: the first concerns how we should make sense of governance, something that is clarified through a review of the current state of play in the literature; the second theme comprises papers that report research conducted on governance in projects, using insights from surveys, case studies and other systematic forms of empirical observation. The third theme focuses on theoretical models of governance, ranging from distributed knowledge management and learning perspectives on project governance to systems engineering approaches. While we do not claim that this issue is exhaustive, we do believe it provides a sign post about the current state of play, and the potential future of governance in project and program management as a mainstream domain of research, theory and practice.

AB - In this paper we argue that the fledgling field of project and program governance has the potential to make a major scholarly and practical contribution. One that not only has the potential to mainstream project management within the broader business and management field, but to also cement its place as a dominant voice in the successful governance of the strategic intentions of organizations, societies, and nations. With this argument in mind three themes organize present discussion in this issue of International Journal of Project Management: the first concerns how we should make sense of governance, something that is clarified through a review of the current state of play in the literature; the second theme comprises papers that report research conducted on governance in projects, using insights from surveys, case studies and other systematic forms of empirical observation. The third theme focuses on theoretical models of governance, ranging from distributed knowledge management and learning perspectives on project governance to systems engineering approaches. While we do not claim that this issue is exhaustive, we do believe it provides a sign post about the current state of play, and the potential future of governance in project and program management as a mainstream domain of research, theory and practice.

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Governing projects under complexity: Theory and practice in project management

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